Functional silos, integration &amp; encroachment in internal communication

Neill, Marlene S.; Jiang, Hua

doi:10.1016/j.pubrev.2017.06.009

Cited by 28 publications

(32 citation statements)

References 45 publications

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“…Engelen, Brettel, and Wiest (2012) consider Resource dependency theory (Pfeffer and Salancik, 1978). Neill and Jiang (2017) draw on Stakeholder theory (Freeman, 1984). This suggests that there are a wealth of different theories are already considered in this inter-disciplinary and multi-disciplinary domain.…”

Section: Theories and Theoretical Perspectivesmentioning

confidence: 99%

“…By adopting a selective literature review, we were able to focus on those articles that were thematically most relevant within the management and across management disciplines. Conducting a systematic approach or many articles focused on cross-functional endeavours between marketing and other functions, such as: R&D (de Clercq, Thongpapanl and Dimov, 2011;Hausberg and Leeflang, 2019;Lin, Wang and Kung, 2015;Belasen and Rufer, 2014); logistics (Lopes Pimenta, Lago da Silva and Tate, 2016); IT (Buckley, 2015); purchasing (Ashnai et al, 2019); sales (Canacott et al, 2018;Hausberg and Leeflang, 2019); corporate communications (Neill and Jiang, 2017); and operations (Piercy, 2010). Other cross-functional combinations in the literature included contexts related to product development (Coradi, Heinzen and Boutellier, 2015;Porter and Heppelmann, 2015); crossfunctional project teams including two or more functions (Ståhle, Ahola and Martinsuo, 2019;Anthony, Green and McComb, 2014); engineering (Clercq, Thongpapanl and Dimov, 2013); and customer service (Claro and Ramos, 2018).…”

Section: Introductionmentioning

confidence: 99%

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A review of the literature on cross-functional integration (2010–2020): trends and recommendations

Jeske

Calvard

2020

IJOA

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Purpose Structural and technological changes are driving functional reorganization in many organizations. To date, there are very few articles that explicitly, consistently and cumulatively focus on cross-functional integration. This paper aims to review and explore the literature that does directly address cross-functional integration. Design/methodology/approach The authors conducted a literature review within the general management domain for the time frame 2010 to 2020 and identified 71 relevant articles that provide an overview of current practices and trends. Findings This conceptual paper reviews this identified literature and outlines key trends, noteworthy articles and a summary of relevant theories, and provides an overview of outcomes linked to cross-functional integration in the literature. The paper concludes with a set of recommendations for practitioners and an outline of potential research areas for academic researchers, including a call for more theory integration, building and testing in the area of cross-functionality. Originality/value This paper is the first of its kind to attempt to summarize the literature on cross-functionality (published between 2010 and 2020), a currently very fragmented field of study spread out across different management disciplines.

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Section: Theories and Theoretical Perspectivesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A review of the literature on cross-functional integration (2010–2020): trends and recommendations

Jeske

Calvard

2020

IJOA

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“…Silos bridging with mixed outcomes were described in three publications and comprised the combination of positive and negative implications for organizations that invested in facilitating cross-silo organizational processes. For instance, the increase of market responsiveness balanced with the decrease of efficiency [71] and combined efforts from different sectors, correlated with function encroachment and ownership conflicts [72]. Two studies reported little or no bridging across silos [61,62], despite the strategies in place.…”

Section: Empirical Findingsmentioning

confidence: 99%

“…Reward [60,70,109,111], evidence of benefit [69,110], and feedback [66,110] were the most prevalent types of consequences cited by these studies. Regarding the findings of mixed positive and negative outcomes from attempts of bridging silos, the role of behavioral consequences were not as strategic mediators to organizational change [65,71,72].…”

Section: Properties and Consequencesmentioning

confidence: 99%

Organizational Silos: A Scoping Review Informed by a Behavioral Perspective on Systems and Networks

2020

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In recent years, several organizations have implemented interventions aimed at integrating work processes and bridging network clusters. These are often permeated by different assumptions regarding clusters in organizational settings. There are concerns about the formation of silos and structural barriers to communication across the formal and informal network structures. Conversely, network clusters are regarded as spaces of local social reinforcement from which innovation ideas may emerge. Although terminologically and functionally different, they share some common features insofar as organizational behavior is concerned and the production of artifacts that fulfill organizational goals. The present scoping review presents an analysis of the literature on organizational silos while investigating attempts to bridge network clusters. Based on the search results, 40 studies were included in the analysis of the findings; of these, 20 were empirical studies and were included in a further quantitative analysis of methods and findings. We identified patterns of definitions of silos and variation in terms of aims, variables, and methods used to evaluate interventions among the heterogeneous studies. Special attention was dedicated to the role of consequences of siloed organizational behavior. We conclude that silos comprise barriers to achieving organizational goals insofar as they pose a threat to internal cooperation.

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“…Furthermore, employee engagement scholars often use the term to describe this facet of organizational life but are not defining and outlining the tenets of complexity theory (e.g. Heide and Simonsson, 2018; Neill and Jiang, 2017; Welch, 2011). This is a missed opportunity to contextualize and deepen knowledge regarding employee engagement, especially since the phenomenon is context-based, fluid in nature and rooted in both agency and organizational culture (Valentin, 2014).…”

Section: Introductionmentioning

confidence: 99%

Enriching employee engagement using complexity theory

Lemon

Macklin

2020

Public Relations Inquiry

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This paper conceptually draws the connections between complexity theory and employee engagement. Instead of the tendency to adhere to a binary, dichotomous approach, complexity theory helps move employee engagement forward as a process that is rooted in multiplicity, intricacy, and variance. This approach provides a more sustainable future for employee engagement scholarship by reimagining the ways in which scholars investigate the phenomenon. In providing future research suggestions rooted in complexity, scholarship and practice can transition away from prescriptive, normalized processes and solutions for employee engagement to welcome various approaches that lead to more fluid and organic understanding. The goal is to set a standard of encouraging employee engagement scholars to challenge how they explore employee engagement and to welcome new and innovative ways of examining the phenomenon to provide a sustainable and enriching scholarly conversation.

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Functional silos, integration & encroachment in internal communication

Cited by 28 publications

References 45 publications

A review of the literature on cross-functional integration (2010–2020): trends and recommendations

A review of the literature on cross-functional integration (2010–2020): trends and recommendations

Organizational Silos: A Scoping Review Informed by a Behavioral Perspective on Systems and Networks

Enriching employee engagement using complexity theory

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